I don't start with the technology.
I start with the truth about your business.
Technology is an enabler. Strategy, clarity and operating discipline are what make it stick.
Discuss your situation →The problem is rarely where you think.
Most organisations invest in technology before they have answered the fundamental questions: where work actually gets done, and where it gets stuck.
Without those answers, the best technology only adds complexity on top of an unsolved problem.
"When digital transformation is done right,
George Westerman, MIT Sloan
it's like a caterpillar turning into a butterfly.
But when done wrong,
all you have is a really fast caterpillar."
I bring something most consultants can't.
15 years operating from inside the Comex.
Not advising from the outside, but leading from the inside.
Operator mindset,
not just advisor.
CDO, CTO, Managing Director, P&Ls owned, teams led, transformations under real pressure. The difference between knowing the plan and living it.
Strategy and execution
in the same room.
Equally comfortable in a boardroom and on the ground with teams. Strategy without execution is fiction. Execution without strategy is noise. Technology without purpose is waste.
People at the centre
of every transformation.
Technology changes fast. People need time to adjust. The transformations that stick are the ones that engage teams, not the ones imposed on them.
The Ikigai
4Q Method
Every Ikigai engagement starts with the same diagnostic. Four quadrants, one shared question for the management team and the shareholders: where is the bottleneck, really?
A 2 to 4 week diagnostic. Four quadrants, one question per quadrant. Built to surface the real bottleneck, not the symptom.
Where is the business going?
Market positioning, competitive thesis, value creation plan, exit horizon. Without a clear answer here, every other quadrant is noise.
- Strategic ambition stated in one page, signed by the leadership team.
- Two or three explicit value creation hypotheses, ranked by EBITDA impact.
- A clarified exit horizon, with the implications for the next 12 to 18 months.
How does the business actually run?
Operating model, decision rhythm, governance, value chain economics. Where work actually flows, and where it gets stuck.
- Operating model map. Decision points, handovers, friction zones.
- Three to five structural bottlenecks ranked by P&L impact.
- Quick wins identified. Where to fix in 90 days, where to fix in 18 months.
What enables the first two to scale?
Technology stack, data foundation, AI architecture, digital product. The leverage layer, applied where it amplifies a strategy that holds.
- Tech and data maturity assessment. Where you are versus where you need to be.
- AI use case map. Three to five prioritised cases with clear ROI hypotheses.
- Buy or build recommendations on the critical investment decisions.
Who turns the plan into real outcomes?
Leadership capability, team design, culture, change readiness. The quadrant that decides whether the other three actually land.
- Leadership readiness assessment. Who can lead, who needs support, who needs to be replaced.
- Change adoption risk by business unit, with mitigation actions.
- Internal owner named for each strategic initiative. No name, no project.
When the 4Q is clear, the value creation plan writes itself. When it is unclear, no PowerPoint or roadmap will save the transformation.
Clarity
is the first deliverable.
Before any roadmap, any technology, any investment,
I help you see the situation clearly.